July 12, 1999
Cover
Net Gains
E-commerce is changing the way that business is conducted
worldwide -- but Canadian companies are slow to adapt
BY WARREN CARAGATA
The scene is a picturesque little Italian town featured in an IBM
television commercial for electronic commerce. A stuffy-looking
American couple stumble across a small shop that looks as ancient as
the woman who runs it. "Look, they make olive oil," the tourist lady
proclaims. Her tone is clear: this is a quaint and tradition-steeped
enterprise. "We have three stores in Ohio," the tourist lady says proudly.
The old woman is quick to reply: "Ohio? We sell in Ohio, and California,
and Canada, and Argentina." How? Of course. The tourist lady is
chastened: "They're on the Internet," she says.
Or, as yet another ad puts it, isn't everybody on the Internet? Not yet, but
they're getting there -- fast. At least one person in 49 per cent of
Canadian households now has Internet access, at home or work,
according to figures from the Toronto office of International Data Corp.
(Canada) Ltd. About 10 million Canadians counted themselves Internet
users last year -- and projections estimate that will climb to 23.9 million
(of a population of about 32.5 million) by 2003. Worldwide, Internet
traffic doubles every 100 days. Those soaring numbers have a huge
impact on the way consumers shop and businesses function. IDC's
forecasts for e-commerce are phenomenal. Revenues in 1998 in
Canada: $5.3 billion; five years after that: $80.4 billion. That's a growth
rate of 1,416 per cent. Anyone who didn't believe the Web was the next
wave of commerce is about to get trampled. This looks like the gold
rush on amphetamines.
Business on the Internet started with the purchase of software and
computers, but it is quickly becoming the means for many consumers to
buy just about anything -- from Beanie Babies on auction sites, to bulky
big-ticket items like cars and household appliances. Even flea markets
are getting in the game: last week, Halifax-based Salter New Media, an
affiliate of the same company that produces the comedy series This
Hour Has 22 Minutes, announced that it is expanding its Bargoon.com
(www.bargoon.com), an auction and flea-market site already operating
in Canada, into the United States. "Anything where information is part of
the purchase decision is a candidate for electronic commerce," says
David Pecaut, an Iowa native now living in Toronto who heads the
worldwide e-commerce practice at U.S.-based Boston Consulting
Group. Confounding the skeptics, even clothing is becoming a popular
Internet buy, although Paul Walters, Sears Canada Inc.'s chief
executive, doubts the day will come when a woman shops online for an
evening dress. But otherwise -- just about anything goes.
In 1998, only $688 million of Canadian retail trade -- or less than one
per cent of all sales -- was transacted on the Net. But a study conducted
by IDC for the Retail Council of Canada and IBM Canada Ltd. predicts
that within five years the number will rise to 4.6 per cent. After that, "we
really don't know how it's going to turn out," says Joe Greene, director of
Internet research at IDC and one of the study's authors. But Greene and
others expect the growth rate to quicken as electronic commerce
moves into the mainstream. "We're now at the beginning of an
e-commerce explosion," says James McQuivey, a senior analyst at
Forrester Research in Cambridge, Mass., which is a leader among the
firms tracking Internet trends. He believes individual access to the Net
is one of the few limits on how far expansion will go.
E-commerce appears to be rebuilding the foundations of modern
business. "It's not just a shopping channel," says David Marcus, head of
IBM Canada Ltd.'s retail consulting practice. The World Wide Web has
created a new breed of businesses, mostly American still, such as
Amazon.com Inc., Yahoo! Inc. and E*Trade Group Inc. Established firms
are now forced to remake themselves at a frenzied pace to take on new
competitors in a phenomenon that Microsoft Corp. chairman Bill Gates
calls "punctuated chaos," where change is interrupted only by short
periods of stability. David Leslie, the Toronto-based CEO of consulting
firm Ernst & Young, says that successful business leaders must
understand that old ways of doing things are under constant threat.
"People have to be bold," he says. "You have to be prepared to risk
your traditional businesses."
The changes are coming in many industries, but a few sectors stand out
for the magnitude of the transformation. Canadian retailers are being
forced to take to the Net to defend their turf against American players.
Canadians weaned on bank machines and debit cards are taking
easily to the Web to handle their financial needs, with online stock
trading now menacing the traditional brokerage business. In the auto
business, consumers are buying cars on the Net, while the industry
ponders how to roll custom-made vehicles off assembly lines to fill Web
purchase orders. Travel is under siege: agents must get online or risk
being pushed aside by cyber-competitors that include Microsoft. In the
media business, packaging existing content rather than producing
original material is becoming the ticket to success for new competitors
like Yahoo! and Canada's Sympatico.
Yet for most Canadian businesses, the question is whether they fully
appreciate that there is no more business as usual? The answer
appears to be no. "People have not perceived this as the threat it really
is," says Pecaut. The Retail Council study released in mid-June bears
out Pecaut's view. It shows that only one-quarter of the top Canadian
retailers are selling online, compared with half of their U.S.
counterparts.
This reluctance to adopt e-commerce has led to the southbound flow of
online dollars. The Retail Council survey proves what has long been
suspected: Canadians spent $688 million over the Net last year, with 63
per cent of that going to U.S. Web sites. It's not that Canadians were
happy about cross-border cyber-shopping -- most said they would have
preferred to buy from domestic sites. "But Canadian retailers aren't out
there," says IBM's Marcus.
Why the hesitation? Blame it on generally conservative executives who
balk at the time and expense involved in opening an online store, and
the lack of sizable and immediate profits. But the pace of change,
driven by the falling costs of computing power and the rise in Internet
use, is so rapid that waiting for the full picture to come into focus may
not be an option. "It's just a clear strategy for self-destruction," says
Ford of Canada president Bobbie Gaunt, who wants all Ford dealers
online by year-end and expresses concern that Canadian business
leaders are being too slow to embrace the Net.
E-commerce would not be the first trend Canadian retailers have
missed, the Retail Council study notes, citing such issues as Sunday
shopping, big-box chains and catalogue shopping. Missing out again
could mean more retail debacles like Eaton's. "This should be a
wake-up call for Canadian retailers," says Marcus.
Far more Canadians use the Internet, of course, than ever go shopping
on it -- only 12 per cent of users made a Web purchase last year. A key
issue in holding people back is a fear that credit-card transactions are
insecure: 97 per cent of U.S. consumers in a 1998 Ernst & Young study
said they weren't buying online because of security concerns. Canadian
studies have made similar findings. But as cyber-shoppers get used to
the process, fear recedes. Chuck Wilson, vice-president of
e-commerce at the Royal Bank of Canada, says consumers should
have no worries as long as they are shopping in the secure Web
environment now offered by virtually all commerce sites. It is merchants
who bear the real security risks -- they have no way of knowing whether
cardholders are legitimate. The credit-card industry is getting close to a
programming solution, but for the moment banks treat a Web purchase
as a "moto" -- a mail-order, telephone order -- where the business
bears the risk if the card has been stolen.
Consumer activity on the Web is the most visible part of the electronic
commerce juggernaut, but is overshadowed by what businesses are
doing with each other as suppliers and buyers. Last year,
business-to-business sales generated an impressive $4.6 billion in
online sales, up from $1.5 billion the previous year. The federal
government is gradually moving its procurement online with a Web site
called Merx, which is now handling another $8 billion to $10 billion a
year in sales that are not included in the Retail Council estimates. About
35,000 companies use the system, operated by Toronto-based Cebra
Inc., to bid on government work.
As in every gold rush, some trails offer more glitter than gilt. Boston
Consulting's Pecaut says when people look ahead to the next few
years, they overestimate the changes that e-commerce will bring. But
looking a decade ahead, he says, they underestimate the
transformation -- because it is hard to conceive of change that
profound. This is, he says, like the dawn of the automobile age. Few in
1899 could have looked at a car and predicted suburbs. All we know
now is that the future is coming faster than we can imagine.
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